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Lean Engineering: Doing the Right Thing Right

Lean Engineering: Doing the Right Thing Right. Earll M. Murman Ford Professor of Engineering MIT LGOSDM Spring Web Seminar April 7, 2006. Lean Thinking. Lean emerged from post-WWII Japanese automobile industry as a fundamentally more efficient system than mass production.

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Lean Engineering: Doing the Right Thing Right

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  1. Lean Engineering:Doing the Right Thing Right Earll M. Murman Ford Professor of Engineering MIT LGOSDM Spring Web Seminar April 7, 2006

  2. Lean Thinking Lean emerged from post-WWII Japanese automobile industry as a fundamentally more efficient system than mass production. This talk focuses on applying Lean Thinking to Engineering Source: Lean Enterprise Value: Insights from MIT’s Lean Aerospace Initiative, Palgrave, 2002.

  3. Lean Engineering: Doing the Right Thing Right • Creating the right products… • Creating product architectures, families, and designs that increase value for all enterprise stakeholders. • With effective lifecycle & enterprise integration… • Using lean engineering to create value throughout the product lifecycle and the enterprise. • Using efficient engineering processes. • Applying lean thinking to eliminate wastes and improve cycle time and quality in engineering. Source: McManus, H.L. “Product Development Value Stream Mapping Manual”, LAI Release Beta, April 2004 Framework based upon a decade of Lean Aerospace Initiative research and industry/government implementation

  4. Source: Fabrycky & Blanchard Creating the Right Products:Creating product architectures, families, and designs that increase value for all enterprise stakeholders. “Fuzzy Front End” Challenges Understanding what the customer values Deciding which product to pursue from amongst many opportunities Selecting the right product concept Early decisions are critical - Disciplined lean systems engineering process is essential!

  5. Customer Defines Product Value Source: Slack, R.A., “The Lean Value Principle in Military Aerospace Product Development”, LAI RP99-01-16, Jul 1999. web.mit.edu/lean • Product Value is a function of the product • Features and attributes to satisfy a customer need • Quality or lack of defects • Availability relative to when it is needed, and • Price and/or cost of ownership to the customer

  6. MATE Architecture Evaluation ICE CONceptualDesign Robust Adaptable Concepts User Needs Tools Are Needed For Conceptual Design • A key to creating the right products are design tools for the conceptual design phase which can handle • Evolving user preferences • Imprecise specifications of product parameters • Varying levels of technology maturity • Market and funding uncertainties • Evolving regulatory, political and other matters • One approach: MATE-CON Source: Hugh McManus, “Introduction to Tradespace Exploration”, MIT Space System Architecture Class, 2002

  7. MATE-CON Example: Space Tug MATE tradespace Utility = f(complexity, V, speed) ICE Result Source: Hugh McManus and Dan Hastings, “Integrated Concurrent Engineering and MATE-CON”, MIT Space Systems Architecture Class, 2004

  8. Customer Product Development Production Supplier Network With Effective Lifecycle & Enterprise Integration:Using lean engineering to create value throughout the product lifecycle and the enterprise. Product Development In The Value Chain Value Specified Value Delivered Producible Design Meeting Value Expectations Value Created Suppliers as Partners Early Involvement Source: “Lean Engineering”, LAI Lean Academy™, V3, 2005

  9. Integrated Product and Process Development - IPPD • Preferred approach to develop producible design meeting value expectations • Utilizes • Systems Engineering: Translates customer needs and requirements into product architecture and set of specifications • Modern Engineering tools: Enable lean processes • Integrated Product Teams (IPTs): Incorporates knowledge about all lifecycle phases • Training Capable people, processes and tools are required

  10. IPPD Reduces Post Design Changes - Aircraft Example Change Ratio - The average number of changes made to each drawing after it is released by design IPPD drives knowledge “upstream” to design phase to reduce non-valued added “downstream” changes Source: Hernandez, C., “Challenges and Benefits to the Implementation of IPTs on Large Military Procurements”. MIT Sloan School SM Thesis, June 1995

  11. Tools of Lean Engineering • Reduce wastes of handoffs and waiting and increase quality using integrated tool sets • Mechanical (3-D solids based design) • VLSIC (Very Large Scale Integrated Circuit) toolsets • Software development environments • Production simulation (and software equivalents) • Common parts / specifications / design reuse • Design for manufacturing and assembly (DFMA) • Dimensional/configuration/interface management • Variability reduction All of these tools enabled by people workingtogether in Integrated Product Teams (IPTs)

  12. Modern Tools from Concept to Hardware Common data base replaces disconnected legacy tools, paper,mock-ups Layout Composite CAD Part Surfacer Parametric Solid Models BTP Release Assembly Models Smart Fastener Assy/Manf Simulation Virtual Reality Reviews Hardware

  13. E/F 25% larger and 42% fewer parts than C/D Design for Manufacturing & Assembly Reduced F/A-18E/F Parts Count Forward Fuselage and Equipment Wings and Horizontal Tails C/D Parts 5,907 E/F Parts 3,296 C/D Parts 1,774 E/F Parts 1,033 Center/Aft Fuselage, Vertical Tails and Systems C/D Parts 5,500 E/F Parts 2,847 Total* C/D Parts E/F Parts 14,104 8,099 *Includes joining parts CC84740117.ppt NAVAIR Approved for Public Release: SP168.04 Source: “Lean Engineering”, LAI Lean Academy™, V3, 2005

  14. Variability Reduction Dimensional Management in Product Development Statistical Process Control in Manufacturing Key Characteristics • Coordinated datums and tools • Geometric dimensioning and tolerancing • Process capability data • 3-D statistical modeling • Key processes • Control charting • Process improvement • Feedback to design • Focus on the significant few Lean manufacturing requires robust designs and capable processes! Source: “Lean Engineering”, LAI Lean Academy™, V3, 2005

  15. Benefits of Variability Reduction:Floor Beams for Commercial Aircraft Source: www.boeing.com 747777 Assembly strategyToolingToolless Hard tools 28 0 Soft tools 2/part # 1/part # Major assembly steps 10 5 Assembly hrs 100% 47% Process capability Cpk<1 (3.0 ) Cpk>1.5 (4.5 ) Number of shims 18 0 Source:J.P. Koonmen, “Implementing Precision Assembly Techniques in the Commercial Aircraft Industry”, Master’s thesis, MIT (1994), and J.C.Hopps, “Lean Manufacturing Practices in the Defense Aircraft Industry”, Master’s Thesis, MIT (1994)

  16. Final Check: Production Simulation An engineer’s job is not done until we have successfully conducted a 3D production simulation Source: “Lean Engineering”, LAI Lean Academy™, V3, 2005

  17. Impact of Lean Engineering:F/A-18E/F • 42% Fewer Structural Parts • The Parts Fit the First Time • 1029 Lbs. Below Specification Weight • Reduced Engineering Change Activity • Development Completed On Budget- $4.9B • 1ST Flight Ahead of Schedule! Achievement Recognized:1999 Collier Trophy

  18. pure waste value added necessary waste task active task idle Using Efficient Engineering Processes:Applying lean thinking to eliminate wastes and improve cycle time and quality in engineering. • Effort is wasted • 40% of PD effort “pure waste”, 29% “necessary waste” (workshop opinion survey) • 30% of PD charged time “setup and waiting” (aero and auto industry survey ) • Time is wasted • 62% of tasks idle at any given time (detailed member company study) • 50-90% task idle time found in Kaizen-type events Source: McManus, H.L. “Product Development Value Stream Mapping Manual”, LAI Release Beta, April 2004 Source: “Lean Engineering”, LAI Lean Academy™, V3, 2005

  19. Five Lean Fundamentals • Specify value: Value is defined by customer in terms of specific products and services • Identify the value stream: Map out all end-to-end linked actions, processes and functions necessary for transforming inputs to outputs to identify and eliminate waste • Make value flow continuously: Having eliminated waste, make remaining value-creating steps “flow” • Let customers pull value: Customer’s “pull” cascades all the way back to the lowest level supplier, enabling just-in-time production • Pursue perfection: Pursue continuous process of improvement striving for perfection Source: James Womack and Daniel T. Jones, Lean Thinking (New York: Simon & Schuster, 1996).

  20. Customer needs/reqts., schedules product or service valued by the customer Material, product design, business data What is a Value Stream? A value stream is… • ALL activities that create value • Starts with raw materials or initial information • Ends with the end customer/user

  21. Applying Lean Fundamentals to Engineering Key step to application of lean thinking is the Product Development Value Stream Mapping- PDVSM

  22. Reducing Engineering Waste With PDVSM • Tool to establish & document engineering process by mapping it • Quantifies key parameters for each activity (cycle time, cost, quality defects, inventory, etc.) • Uses VSM Pareto Analysis to focus improvement efforts first on areas with biggest payoff • Creates “ current state (as is)” and “future state (to be)” process depictions • Provides systematic method to improve a process by eliminating waste

  23. Operations initiates Request for Action Forward to Engrg Forward To Planning Log/ Hold in Backlog Prepare Design Change Engr answer BTP Elements Worked Concurrently Prepare Design Change Forward to Operations Operations Uses Revised Planning Tool Affected? Operations initiates Req. Prepare Planning Change Log/ Hold in Backlog Forward To Operations Prepare Planning Change Operations Uses Revised BTP/Tool BTP Integrator Holds Meeting Forward to TMP Log/ Hold in Backlog Process Tool Order Prepare Tool Order Process Before PDVSM Prepare Tool Design Change (If Applicable) Forward to Tool Design Forward to TMP Log/ Hold in Backlog Accomplish Tooling Change (If Applicable) Log/ Hold in Backlog Prepare Tool Design Change Complete Tool Order Processing Forward to Tool Mfg.. Forward to Operations Log/ Hold in Backlog Accomplish Tooling Change Category Reduction Forward to MRP Log/ Hold in Backlog Complete Tooling BTP Operations Uses Revised Tool Cycle-Time Process Steps No. of Handoffs Travel Distance 75% 40% 75% 90% Process After PDVSM F-16 Lean Build-To-Package Support Center PDVSM Results 849 BTP packages Source: “F-16 Build-T- Package Support Center Process”, Gary Goodman, Lockheed Martin Tactical Aircraft Systems LAI Product Development Team Presentation, Jan 2000

  24. Lean Applies to Development of Many Types of Products Value-stream based rationalization of processes yields impressive results across a range of environments: • Aircraft structure drawing release: 75% cycle time, 90% cycle time variation, and 95% rework rate reductions • Satellite environmental testing: 41% cycle time, 58% labor, 76% material, and 92% travel reductions • Printed circuits: 23% design cycle time reduction • Avionics: 74% change order cycle time reduction Combined with technological changes at bottleneck processes, results can be even more dramatic: • Electronic modules: increase yield from 10% to 90% • IC design: 70% cycle time, 80% cost reductions Sources:Lockheed Martin, Rockwell Collins, ITT

  25. Lean Engineering Enables Faster and More Efficient Design EMD Wireframe with 2D Drawing Release Prototype Wireframe Release Prototype 3D Solid Release Forward Fuselage Development Total IPT Labor Results from vehicle of approximate size and work content of forward fuselage Staffing Level Prototype 3D Solid Release - 2000 * Months from End of Conceptual Design Phase Source: “Lean Engineering”, LAI Lean Academy™, V3, 2005 Source: “Lean Engineering ”, John Coyle (Boeing), LAI Executive Board Presentation, June 1, 2000

  26. Additional Reduction in T1 via Virtual Mfg. of Approx. 9 Units Before Lean Engineering After Lean Engineering Mfg. Labor (hrs) Reduction in Work Content via Improved Design 48% Savings 0 -10 -5 1 5 10 15 20 25 30 35 Production Units Lean Engineering Improves Manufacturing 76% Slope 83% Slope Source: “Lean Engineering”, LAI Lean Academy™, V3, 2005 Source: “Lean Engineering ”, John Coyle (Boeing), LAI Executive Board Presentation, June 1, 2000

  27. Iridium Deployment Iridium Manufacturing • Cycle time of 25 days vs. industry standard of 12-18 months • Dock-to-Dock rate of 4.3 Days • 72 Satellites in 12 Months, 12 Days • 14 Satellites on 3 Launch Vehicles, from 3 Countries, in 13 Days • 22 Consecutive SuccessfulLaunches ! Lean Engineering Leads To Faster Delivery Times Source: “Lean Engineering”, LAI Lean Academy™, V3, 2005 Source: Ray Leopold, MIT Minta Martin Lecture, May 2004

  28. Lean Engineering Creates Product Value Impact of Lean • Original cost est. - $68+ K • Final actual cost - $15 K • Unit costs reduced > 75% • Total savings > $2.9 B JDAM - Joint Direct Attack Munition Source: Lean Enterprise Value, pp 138-140, 206-207 SOURCE: Karen E. Darrow (The Boeing Company), “The JDAM Experience: Lean Principles in Action,” Presentation at the SAE Aerospace and Automated Fastening Conference & Exhibition, September 22, 2004.

  29. Acknowledgements • The speaker acknowledges the collaboration of Hugh McManus of Metis Design and Al Haggerty of MIT (retired Boeing VP of Engineering for Military Aircraft and Missiles. This talk is based upon the following paper: McManus, H, Haggerty, A. and Murman, E. “Lean Engineering: Doing the Right Thing Right”, International Conference on Integration and Innovation in Aerospace Sciences, Belfast, Ireland, Aug 4-5, 2005. • This work was supported by the Lean Aerospace Initiative. All facts, statements, opinions, and conclusions expressed herein are solely those of the authors and do not in any way reflect those of the Lean Aerospace Initiative, the US Air Force, the sponsoring companies and organizations (individually or as a group), or MIT. The latter are absolved from any remaining errors or shortcomings, for which the authors take full responsibility. • For more information visit the Lean Aerospace Initiative web site http://lean.mit.edu

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